奈斯公司竞争战略研究

发布时间：2018-11-17 10:04

【摘要】：自中国加入世界贸易组织以后,世界制造厂商加大了在华投资力度,一些泵类制造商看好中国巨大的市场潜力,纷至沓来,在国内投资建成了许多有竞争力的企业;同时国有大中型企业不甘落后,纷纷改制,通过多元化的发展模式提高企业的知名度。一些民营企业异军突起,利用自身灵活的经营模式在行业内占有一席之位。近几年市场经济增速放缓,泵行业同样受到了巨大的影响,各大泵制造商相应采取措施,调整战略来应对竞争日益激烈的市场环境。奈斯公司作为业内知名企业,“如何维持并提升自身的竞争优势?”成为其面临的一个严峻的战略问题。本文将立足奈斯公司的实际情况,通过对竞争战略的相关理论分析和对奈斯公司的实际运营研究,给出目前适用于奈斯公司发展的战略选择方案,进而有针对性地对所采用的具体战略措施加以佐证。首先,本文对企业战略管理理论进行概括性地论述,为奈斯公司的战略竞争分析提供理论支撑。其次,采用”PEST”分析法、波特五力模型和竞争态势矩阵(CPM)工具分别对奈斯公司所处的宏观环境、行业环境和竞争对手进行研究分析,在此基础上应用外部因素评价矩阵(EFE)工具评估奈斯公司所面临的外部机遇和威胁因素。接下来,从公司内部所具备的资源和能力入手,采用内部因素评价矩阵(IFE)工具明确奈斯公司的内部优势和劣势。然后,根据以上内外部研究结果,使用SWOT分析模型匹配企业优势、劣势、机会和威胁四类因素。在SWOT的匹配结果基础上,引出三种战略方案,即总成本领先方案、集中化方案和差异化方案。最后,利用定量战略计划矩阵(QSPM)对三种竞争战略方案的可行性进行分析评价,结合奈斯公司的实际情况和现行措施,选定总成本领先方案为奈斯公司的最优竞争战略方案。继而说明奈斯公司的具体实施保障和措施,并对其实施结果进行控制与评价。本文将理论与实践有机结合起来,以此提出可行的战略方案,不仅为奈斯公司的发展指明出路,同时也为同行企业的战略发展提供了有价值的借鉴经验。
[Abstract]:Since China joined the World Trade Organization (WTO), the world manufacturers have increased their investment in China. Some pump manufacturers are optimistic about China's huge market potential. At the same time, state-owned large and medium-sized enterprises are not willing to lag behind, one after another, through the diversification of the development model to improve the visibility of enterprises. A number of private enterprises suddenly, using their own flexible business model in the industry occupies a position. In recent years, the market economy has slowed down, the pump industry has also been greatly affected, the major pump manufacturers have taken corresponding measures to adjust their strategies to cope with the increasingly competitive market environment. As a well-known enterprise in the industry, Ness "how to maintain and enhance its competitive advantage?" It has become a serious strategic problem. This paper will base on the actual situation of Ness Company, through the relevant theory analysis of the competitive strategy and the actual operation research of Ness Company, give the strategic choice scheme which is suitable for the development of Ness Company at present. Furthermore, the concrete strategic measures adopted are supported. First of all, this paper generalizes the theory of enterprise strategic management, and provides theoretical support for the analysis of strategic competition of Ness Company. Secondly, using "PEST" analysis method, Porter's five-force model and (CPM) tool to analyze the macroscopic environment, industry environment and competitors of Ness Company, respectively. On this basis, the external factors Evaluation Matrix (EFE) is used to evaluate the external opportunities and threats faced by Ness. Then, starting with the internal resources and capabilities, the internal factor evaluation matrix (IFE) tool is used to identify the internal strengths and weaknesses of Ness. Then, according to the above internal and external research results, the SWOT analysis model is used to match the four factors of firm strengths, weaknesses, opportunities and threats. On the basis of the matching results of SWOT, three strategic schemes, i.e. total cost leading scheme, centralization scheme and differentiation scheme, are introduced. Finally, the feasibility of the three competitive strategies is analyzed and evaluated by using quantitative strategic planning matrix (QSPM). Combined with the actual situation and current measures of Ness Company, the total cost leading scheme is selected as the optimal competitive strategy scheme of Ness Company. Then it explains the concrete implementation guarantee and measures of Ness Company, and controls and evaluates the implementation results. This paper organically combines theory with practice and puts forward feasible strategic plan, which not only points out the way out for the development of Ness Company, but also provides valuable reference experience for the strategic development of peer enterprises.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F271;F416.6

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